Stress Fairness to Fare No Stress:: Managing Workplace Stress by Promoting Organizational Justice

By Jerald Greenberg. 2004

261 citations recorded by the source corpus.

Subfields: Clinical Psychology, Demography

View Paper: https://www.semanticscholar.org/paper/493ca125aa3f4e513ca7d4dcaa44ea058f6a2704

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Citations in the corpus

A social network perspective on turnover intentions: The role of distributive justice and social support (2013, background): “Potential options to increase managers’ awareness include instituting 360-degree feedback so that they can hear when employees are being helpful in the organization’s social networks and providing managerial training on the effects of employee perceptions of justice (Greenberg, 2004).”
A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health† (2007, background): “…health is important because organizational researchers are consistently finding that the relationship of organizational justice to employees’ psychological and physical health is significant (e.g., Elovainio, Kivimaki, & Helkama, 2001; Greenberg, 2004, 2006; Moliner et al., 2005; Tepper, 2001).”
Multilevel relationships between organizational-level incivility, justice and intention to stay (2010, background): “Greenberg (2004) proposes that interactional justice will buffer the stress reactions that occur as a result of otherwise unfair treatment.”
Losing sleep: Examining the cascading effects of supervisors' experience of injustice on subordinates' psychological health (2010, background): “In particular, people expect to be treated fairly and when they are not, this is a shock that represents a threat to continued well-being (Greenberg, 2004).”
Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources (2016, background): “…time is available to complete tasks successfully (Avery, Tonidandel, Volpone, & Raghuram, 2010) or about the fairness of decision-making processes (Greenberg, 2004)—may have detrimental effects on employees’ engagement in behaviors that are not directly explicated in their formal job…”
What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies (2015, background): “Greenberg (2004) finds that employees’ perceived fairness of appraisal system is a multidimensional process, encompassing distributive, procedural, and interactional justice components.”
Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences (2005, background): “However, as there is some evidence of the importance of distributive justice as a determinant of stress (Brotheridge, 2003; see also Greenberg, 2004), future studies should include this in examining the moderating effects of job insecurity in the relationships between organizational justice and…”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “It provides employees a sense of control over uncertain circumstances, which reduces feelings of burnout (Elovainio et al., 2001; Greenberg, 2004; Maslach et al., 2001; Schmidt and Dörfel, 1999).”
Justice from within: The relations between a procedurally just organizational climate and police organizational efficiency, endorsement of democratic policing, and officer well-being. (2016, background): “These findings echo work from other criminal justice agencies (Lambert et al., 2007) and the broader business literature (Greenberg, 2004), which have promoted procedural justice as a means to improve workers health and well-being.”
Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals (2010, methodology): “If this process is unfair they may show negative reactions (Greenberg, 2004).”